Revue Française de Gestion Industrielle
This research claims that dynamic strategies demanded by today’s digital environment exacerbate inconsistency between an organization’s digital transformation efforts and its enterprise architecture (EA) planning process. This phenomenon leads to redundant investments, delayed implementation, and frequent failures in digital transformation projects. In order to investigate this inconsistency, we apply the socioeconomic approach to management (SEAM) theory. Through critical analysis of four case studies in a large manufacturing organization, we clarify the relationship between digital transformation and EA and reveal the dysfunction in strategic implementation from a SEAM and business process management (BPM) perspective. In practice, this research integrates digital transformation and EA to provide a context-specific approach for planning and designing enterprise digital transformation strategies.
© 2023, Revue Française de Gestion Industrielle.
This is an Open Access article distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International (CC BY-NC 4.0) License.
Original Publication Citation
Zhang, Y., Monod, E., Beenen, G., Jiang, Y., & Willis, C. (2023). Socio-economic management theory related to BPM: A case study of dysfunctions in digital transformation strategy. Revue Française de Gestion Industrielle, 37(1), 25-40. https://doi.org/10.53102/2023.37.01.1153
Zhang, Yanfei; Monod, Emmanuel; Beenen, Gerard; Jiang, Yuewei; and Willis, Chris H., "Socio-Economic Management Theory Related to BPM: A Case Study of Dysfunctions in Digital Transformation Strategy" (2023). Management Faculty Publications. 62.